Coaching And Mentoring For The Leadership And Management Management Essay

Coaching And Mentoring For The Leadership And Management Management Essay Both coaching and mentoring are procedures that facilitate together corporate and individual customers to attain their complete prospective. Coaching isà ¢Ã¢â€š ¬Ã‚ ¦ A process that enables learning and development to occur and thus performance to improve. To be a successful Coach it requires a understanding and knowledge of progression as well as the diversity of styles, abilities and procedures that are suitable to the framework in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor 1999 page 8 The communal cord tying all kinds of coaching mentoring is that these facilities offer a vehicle for investigation, consideration and accomplishment that finally allow the consumer to attain success in one more areas of their work or life. Mentoring isOff-line benefit by individual person to another in making substantial changes in knowledge, work or thinking. Clutterbuck, D Megginson, D, Mentoring Executives and Directors 1999 page 3 Coaching and Mentoring have many features in common that we can outline the similarities that coaches and mentors perform irrespective of the services offered in a paid (professional) or free (philanthropic) role. Simplify the investigation of desires, inspirations, requests, talents and thought processes to assist the individual in making genuine, lasting change. Implement interrogative methods to expedite clients own views in order to classify solutions and actions relatively than takes a wholly directive methodology. Support the client in setting suitable methods and objectives of evaluating progress related to these goals Be observant, attentive and ask relevant questions to recognize the clients position. Utilize tools and techniques creatively which includes, simplifying, counselling networking. Encourage the assurance to development and action of lasting personal change growth. Maintain unqualified optimistic respect to the client, that means the coach will be at all times non-judgmental and supportive of the client, their views, aspirations and lifestyle. Ensure clients have healthy dependencies with coaching and mentoring relationships develop personal competencies. Evaluate the consequences of the procedure, using objective procedures where possible to ensure the flourishing relationship and the client is succeeding their personal goals. Encourage clients to constantly progress capabilities and to improve new progressive pacts where essential to achieve their goals. Work within their range of particular capability. Possess recommendations and capability on the areas where skills-transfer coaching is provided. Administer the correlation to confirm the client accepts the suitable level of facility and there are neither too short, nor too long programmes. Difference between coaching and mentoring: We now know there are lots of similarities between Mentoring and Coaching. Mentoring: An Older or wiser colleague can pass on his experience, knowledge which enables an individual to follow his path to gain good opportunities. Coaching: Unless it is Client-specific/skill based, coaching may not directly focus on the direct experience of Clients formal occupational role. Executive Coaching Mentoring: Many times people overlap the terms Executive Business coaching or Mentoring and call themselves Executive/Business Coaches and Mentors in the marketplace. Coaching and mentoring should not just be seen as a luxury enjoyed by a few managers in large, well-funded development agencies, but something that has genuine value at all levels and all types of organisations. Hailey 2006:22 Executive Coaches and Mentors should basicallyà ¢Ã¢â€š ¬Ã‚ ¦. à ¢Ã¢â€š ¬Ã‚ ¢ Have a track record in executive professional roles à ¢Ã¢â€š ¬Ã‚ ¢ Work with those who are high-flyers or with those who have potential to be one. à ¢Ã¢â€š ¬Ã‚ ¢ Work on board at CEO level with high profile or blue-chip organizations à ¢Ã¢â€š ¬Ã‚ ¢ Maintain complete confidentially à ¢Ã¢â€š ¬Ã‚ ¢ Work with business leaders and potential captains of industry Business coaching mentoring: Catalysts that inspire companies to implement Mentoring Coaching is to provide employees key support through career or role changes, mergers acquisitions changes and Organizational development changes. Coaching and Mentoring were mainly done by Senior Managers and company directors. These are now available as professional tool linked closely with company initiatives to help the staff to adapt changes which is consistent with their personal values and goals. Ad Coaching mentoring focus on client, improves morale, motivate individuals to enhance their productivity reduce staff turnover because it makes individual feel valued adapt to organizational changes. This role may be taken up by internal coaches, mentors or by any professional coaching agencies. Skills coaching and mentoring: Skills coaching is similar to one-one training. Coaches and Mentors have a holistic approach to individuals personal development with the capability to focus on the fundamental skills and requirements of an employee. They should be highly competent and experienced to outperform the skills they mentor or coach. Todays job market is changing and traditional training program is often inflexible or generic to deal with this fast pace of change. A one-to-one skills coaching allows much adaptive, flexible and on time approach to skills development. We can apply skills training in live environments instead of taking people into a classroom away from the job, where it is less effective to simulate real job environment. One-to-one skills training is not the similar to sitting next to Nelly approach to on the job training. The fundamental difference is that like any good personal or professional development intervention this is based on need assessment related to job roles that generates measurable learning and performance outcomes. This type of Skills training is likely to focus mainly on skills required to perform job function instead of telling or directive style. Personal coaching mentoring: Personal or life coaching is increasing considerably in the UK, Europe and Australia. Personal coaches may work in person along with the email and telephone based relationships. These coaches are mentors work in highly supportive roles to those who desire to make some form of significant change within their lives. Coaches propose their clients an encouraging and motivating environment to discover what they aspire in life and how they might achieve them to fulfill their needs. By being friendly and committed to action, coaching allows an individual his personal space and helps client to support themselves to grow and develop in their experiences. Coachs key role is often to help the client maintain the enthusiasm and dedication needed to accomplish their goals In many scenarios personal coaching is differentiated from completely with the focus and context of the programme. Business coaching is conducted always within the limitations placed on the individuals context or the organizational group. Personal coaching on the other hand is taken completely from a individuals perspective. The objectives, costs and benefits of a coaching scheme being introduced in an organisation: Between late 1930s and 1960s, coaching literature mainly focused on Internal triaining with Supervisors and Managers acting as coaching in the organizations. Paper by Gorby (1937) explains how the senior employees are trained to coach new employees. Another 1938 Publication by Bigelow discusses the advantages of Sales coaching. Mold in 1958 reported on the benefits of Manager acting as Coach and Maher(1964) identified the difficulties in Managers becoming effective coaches. Gershman in 1967 produced his doctoral research thesis that Supervisors/Managers who were trained as successful coaches helped to improve employees attitude and job performance. The cost/benefit analysis: The costs of a fully implemented coaching culture can be high, including some or all of the following: à ¢Ã¢â€š ¬Ã‚ ¢ Fees of external coaches. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of internal coaches and continuing fixed costs. à ¢Ã¢â€š ¬Ã‚ ¢ Lost chargeable time while individual coaching/mentoring is undertaken. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of professionals who wish to coach/ mentor in their management and client roles (both in the cost of training them and in the loss of time given up to coaching). à ¢Ã¢â€š ¬Ã‚ ¢ Increased time in using coaching as a learning tool (learning is a two-way process and takes longer). With such easily measured costs there will always be a challenge as to the benefit. This is a significant challenge for many organisations but as Bridget Allen, head of coaching at KPMG said: KPMG is a highly successful commercial organisation and does not adopt strategies and actions lightlywhile we may not measure the benefits of the coaching culture on a scientific basiswe wouldnt do it if it didnt work. How should organisations measure the benefits of a coaching scheme more systematically? The organisation could start with one-to-one coaching and individual performance (or possibly performance of their division/department). Success could be defined as a return on their expectations, which would be to achieve their coaching objectives. A complementary piece of research was undertaken by the Chartered Institute of Personnel Development recently. It asked a number of leading global companies the simple question Does coaching really work? (Chartered Institute of Personnel Development (2006)) 96% of respondents thought internal and external coaching were highly effective. Yet again, only 32% suggested that this conclusion could be based on KPI improvements; the remaining respondents agreed their conclusions were more subjective. Nonetheless, a more systematic way of measuring benefits from coaching programmes is possible and the results are compelling. In 2001, a US entity, Manchester Consulting Inc (Manchester Consulting Inc (2001), Coaching the ROI) undertook a return on investment exercise (using Fortune 1000 entities), comparing the costs of introducing a coaching programme with the benefits, as measured by increased revenue, cost savings and estimated financial gains from better relationships and improved KPIs. The overall return on cost (ROI) investment was calculated at some 600% as shown in the following table: It is easier to identify the impact of coaching/mentoring on individuals than it is to observe and assess impact at the organisational level. The learning histories illustrate, however, that changes at the individual level can, and sometimes do, permeate more widely through the organisation through improved styles of leadership, management and communication. Below are the tangible benefits from organisational changes that arose from a leadership coaching and mentoring: Time management and planning would be much improved. Individual staff working on issues such as communication skills and consciousness would rise in separating issues from people, to avoid personal attacks and conflict. The senior management would increase confidence in their roles and feel motivated by the coaching process. Awareness would be raised of potential pitfalls in cross-cultural communication. Efforts would be made to develop and finalise policies, systems and procedures. Understanding of internal staff politics and how to work effectively across an organisation in a leadership capacity, Influencing and negotiating more effectively. Investing time and effort in learning through coaching/mentoring helps to encourage a wider learning environment within an organisation and to develop an appreciation of the importance of learning for organisational change and development. I find, therefore, that while some organisations believe coaching gives a return on investment and measurable benefits, the overwhelming majority believe the benefits are not capable of such precise measure. The perceived benefits of coaching are strongly felt by our global respondents. Identifying what benchmarks you would use to judge the success of a coaching and mentoring scheme; Performance coaching derives its theoretical benchmarks and models from business, psychotherapy and sports psychology. It is an on-going process where a coach guides or encourages continuous improvement of the individuals effectiveness. Below are some of the industry proven methodologies/processes for benchmarking the success of coaching and mentoring scheme: GROW Model STEER OSKAR Model The GROW Model of Coaching: One of the first performance coaching models developed the GROW model continues to be the most popular. It is a simple yet powerful framework to guide coaching sessions (Dembkowski and Eldridge 2003). Coaches ask a series of questions relating to the persons Goal, their Reality, their Options and their Will. G Goal. The persons goal should be as specific and measurable as possible, enabling the coach to ask: How will you recognize that you have accomplished that goal? What are the anticipations of others? Who else needs to recognize about the plan? How will you notify them? R Reality. The current situation the person is experiencing needs careful analysis. Sometimes, simply by seeing the situation clearly (rather than what was imagined), the resolution becomes obvious. Coaches can ask: What has been stopping you reaching your goal? Do you know anybody who has achieved their goal? What learning they got from them? O Options. Once you know wherever you are and wherever you want to go, the next step is to explore the options you have for getting there. Coaches can question: What can you do as a step one? What else could you do? What would happen if you did nothing? W Will. To change and improve performance, motivation is necessary. The anticipated result from this stage is a assurance to action. The following questions can direct coaches: Where does this goal apt in with your individual significances at the instant? What complications do you assume to meet? How will you overawed them? How committed are you to this goal? What steps are needed to achieve this? The STEER Model The STEER model which is (Spot, Tailor, Explain, Encourage and Review), similar to GROW, is duty concerned with and also has its base in the domain of game. But it varies from GROW model, and from other prototypes, in that it includes the coach signifying how a particular task must be done. S Spot training requirements T Tailor training content to meet the needs of individuals E Explain and determine how the duty would be completed E Encourage the individual however he/she is learning R Review progress during and on completion of learning. Solution-focused Coaching: The OSKAR model As with other models, the OSKAR model is a series of suggested questions to help guide both individual sessions and the overall process. This model makes use of a scale (0-10) so that participants can visualise where they are, where they want to be, and with the support of the coach work out how they could reach where they would like to be on a linear image. This style of questioning is designed to stimulate the coachee/mentee to analyse their own situation for themselves, and articulate how they can change according to their own experiences. O- Outcome What is the objective of this coaching? What do you want to achieve today? S Scaling On a scale of 0-10, with 0 representing the least it has ever remained and 10 the preferred future, where would you put the situation today? Describe your position in life now (lets call it n) whatever organized you ensure to get this far? How would you know you had get to a better situation than you are at now (n+1)? K Know-how and resources What helps you perform at the level you are at now (n on the scale), rather than at the worst it has ever been (0 on the scale)? When does the consequence at present happen for you even a tiny bit? What did you do to make that transpire? How did you do that? A Affirm and action What is already going well? What is the next small step? You are now at the position you just described (n), what would it take to get to a better situation (n+1)? R Review: whats better? What did you do that made the change transpire? What effects have the changes had? What do you think will change next? What changes adopting such a system might have on the organisations culture and knowledge management system CEOs and leadership teams are exciting with the supervision of people in complex organizations. Great leaders construct a philosophy in their businesses that initiatives the effects they want to accomplish. It is the leader of an association who is in the finest position to inspire culture change.   No one person, nevertheless, can change an entire culture. Impelling culture involves obtaining the trust and enhancing the capabilities and motivation of those who follow.   The leader has the potential to create the situation that becomes a powerful source of recognition and commitment for employees (Schein, 1992). The assumptions, beliefs and attitudes that monitor a companys distinguishing way of doing business outline a companys culture. Organizational culture can be a foremost aspect in a companys success or failure over time. Cultural individualities and values may be clear or not so clear.   Occasionally they are the least understandable to those who are drive in within the companys way of doing and observing things.   Also, culture in great associations has sub-cultures which are complex that activate in diverse parts of the corporation.   On an individual level, it is not constantly deceptive to leaders how their own behaviour (or that of their supervisors) teaches, models and emphasises the enterprise culture.    A companys culture affects bottom line financial outcomes and in some scenarios cited as the key factor determining the failure of a merger. In a large-scale survey (Galpin Herndon, 2000, p. 236) 57% of enterprises quoted risk of confrontation to change to their mergers success. 73% quoted leadership as being the aim for the accomplishment of their merger and acquisition 35% cited cultural compatibility as actuality the purpose for the victory of their merger and acquisition.   Other facts (Denison, 1990) advises that assured cultural manifestations, such as mission (a meaningful long-term direction), adaptability (responsiveness to the business environment), consistency (values and systems) and involvement (strong capability/ownership) are ominously related to a companys customer satisfaction, return on investments, sales growth, return on assets and other consequences. Knowledge Management Coaching and Mentoring: You know the value of Knowledge Management. You know that if you can introduce a system of knowledge transfer and re-use, you can help your company reduce costs, risk and rework, and deliver secure business success. You need to implement an approach that enables staff facing a new and unfamiliar problem to find valid, tried and tested knowledge based on long experience, which can help provide solutions. You need to implement Knowledge Management. However implementing Knowledge Management may itself be a new and unfamiliar problem something you have never done before. Where can you find valid, tried and tested knowledge and solutions? Where can you find sound practical advice, which you know is based on long experience? If Knowledge Management is of real business value, then knowledge about Knowledge Management is of even greater value. You need to find mentors: people you can trust and from whom you can learn about implementing Knowledge Management. People who can help you reduce costs, risk and rework, and deliver the secure business success of your Knowledge Management program. Finding a mentor in the current Knowledge Management world is not easy. There are a wealth of consultants out there, and it can be difficult to know which ones can really help you. Cost is not a valid guide you need to look at depth of relevant experience. This experience can be gained through, ongoing coaching and mentoring. Conclusion For coaching and mentoring to make a significant contribution to leadership development requires more mentors and coaches. Many capacity-building efforts that include a coaching and mentoring component fail simply because there are too few good quality local coaches on hand to provide follow up. There is a need to invest in the development of local coaches and mentors. The range of experiences of coaching/mentoring within CSOs highlight various issues and considerations. Whereas the overriding principles remain constant, particular considerations relating to context emerged from ur research. From the earliest stages of designing coaching/mentoring processes, practitioners need to bear these considerations in mind to pre-empt particular issues that may arise. Key Considerations for Coaching and Mentoring: The person has to be committed to change. The person should be able to choose their mentor/coach. All parties should prioritise and plan for coaching/mentoring. They should be seen as a core activities, rather than an add-on. The organisation and manager (if applicable) need to provide support for the process. The organisation needs to allocate sufficient time and funds. Patience is needed especially with difficult leaders and in situations of internal conflict: it is a long-term process. Post-conflict situations throw up particular problems of weak capacity. While enthusiastic, we must also remain realistic about mentoring and coaching. They cannot solve all problems in organisations and leadership. If the wrong person is in post, mentoring may not help; if the person is not committed to improving their own performance, coaching will not add value; if the person wants technical recommendations from outside, mentoring will be frustrating for all. In short, we first need to understand the context clearly, and then work out with the client the most appropriate capacity-building solution.

Soylent Green & Euthanasia

English 20 Soylent Green & Euthanasia Soylent Green was based on the short story by Harry Harrison entitled â€Å"Make Room! Make Room! † It offers solutions to many near future problems. Overpopulation is one. Euthanasia is another. Feeding the masses is yet another. In fact euthanasia is a solution to the problem of overcrowding. What I choose to deal with here is euthanasia. Simonson, a character in the book, helps himself to the latter's food, liquor, bathroom, and books. Through this he discovers the nefarious deeds of the Soylent Company, The entity that feeds people.He treats it as a necessary evil. A concept that pulls the hearts strings of all readers. In the story food is provided for the overpopulated world by a lottery where old people are killed in euphoric ways to provide food. The meals are called Soylent green. Some people are aware of what the lottery is for, some are not. These are important for the fact that overpopulation in today’s society is alread y a problem. I will address that later. The movie is very disturbing. The idea that humans are food for other humans strikes the wrong cord in the reader, as it should.That is the author’s intention. The movie and the story are made to provoke a viewer to think about different perspectives. The one that stuck with me the most is Euthanasia. I disagree with the author’s inedited meaning. Personally I feel that euthanasia should be allowed. Not out of necessity but because people should not suffer. To address the modern day relevancy it must be mentioned at the time of the book and movie. It was understood mathematically that eventually there would be too many people to feed.It is the same way today and the number of people that are growing every year is such that it is exponentially. Also euthanasia is constantly debated today. Some people believe that it is an issue reserved for only Gods judgment. I. E. it will never be a human beings decision. The other point of view is that free choice is what is given by god. Again the author is not debating those two issues when it comes to euthanasia. He is debating the first I mentioned. That euthanasia is a moral issue vs. the issue of human survival. Euthanasia is a religious, ethical, and moral issue in this county.It is one that is shunned by our society in the fact that no one wants to talk about it. The view of many Christians is that when you are called to heaven it is your turn. However, the last six months of your life are usually the most expensive time of life. A person can live a century and in that time, become incapacitated of time and place. In this instance, the physician and government officials have to make the decision to euthanize. Morally, families usually decide and carry out loved one’s last wishes. Funeral’s are arranged, people die, are remembered, and then buried.It needs to be noted that in many European counties euthanasia is allowed. A kindly death for the elderly is the European sentimentality. Personally I agree with the concept. The movie treats it in a way that is defiantly negative. Again I agree with euthanasia, a safe comfortable death for those at the end of their life. The movie showed the detrimental side of euthanasia. The fact that the people were not aware of being turned into food is humorous. Truly, I find it hilarious. The story is one that shows the dangers of overpopulation and government control.Forgive me again, for laughing but the irony that is inherent in the movie makes me laugh to no end. Actually what harm is done by people becoming food unwillingly? IT needs to be noted that in the movie Dr. Pianka had mixed feelings about the creation of Soylent green. On one he had was feeding the multitude; on the other hand he was taking lives. How would you feel about such a dichotomy? Personally I feel that the ends justify the means. Truly, debating the intention of the debating author is clear. He hopes that this future is one that WILL not happen! At the same time HarryHarrison realizes it is a possibility. This is Something that we as humans should be aware of. The possibility that people could be sterilized by the true â€Å"progressives† is truly disturbing. In conclusion, Soylent Green is a movie that provokes the mind, spirit, and soul. The truth that the world will soon be overpopulated is so close to coming true! The creators of the movie show that. It wants nothing more for us; as human beings to understand that this is an issue that will have to be dealt with eventually. Also it wants us to understand that not every option is the best option.

Manager Role in Implementing Change

Manager Role in Implementing Change Nicole Paschel University of Phoenix HCS/ 475 Ashley Tennessee December 17, 2010 Manager Role in Implementing Change There are successful ways to implement changes in many different organization and all employees need to understand how the changes will benefit them and how it will affect their work daily. Managers within an organization that are seeking change need to bring the idea to their employees or management team to receive etiquette feedback. In this paper I will discuss Managers role and responsibility how manager successfully handle change.Managers know that any kind of changes whether it is new ideas, new technology or new programs can create concerns and in most cases resistance. Employees have many of their own reason for resisting changes within the organization. A good reason could be that many employees gain accustomed to the companies way of doing things and management come in with new approaches. These new approaches are expected to fall in line with the employees but this does cause the wall of resistance and this wall can become strong.Many employees look forward to changes benefiting them in ways so it is important that management empower people to agree and make changes in ways that would works for them as employee. Mangers will never face a situation where there are no problems with bringing in changes. When implanting these changes management need to understand why these changes are necessary, what need to be change and if there are any blocks to enable the changes, Most changes are not overnight so management needs to involve their selves in monitoring the changes making sure the changes works.Some are frighten by change and many can adapt to it these type of personalities are know as type A and type B personalities. Managers also need to be respectful to the employees while adjusting to the change and as well as the employees need to do the same with management. Employees need to also realize that ma nagement have a little more of a harder job and that is to make sure the changes is doing what it needs to do in benefiting the company and is the change benefiting their employees and keeping them happy or at least content.Every responds to change differently, so mangers and high staff needs to try to introduce these changes slowly so that it is not such a shock. Most employees would like to have a message about change from two people with authority, CEO or their immediate supervisor. Without those people of authority relaying the most descriptive message about the change this can develop into two reasons for employee resistance, lack of awareness about the change and they are comfortable with the way things are and fear of the unknown. During the change mangers need to understand their employees concerns during this time.There are key phases for managing employees during change: â€Å"Awareness of the need to change, Desire to participate and support the  change, Knowledge of h ow to change (and what the change looks like), Ability to implement the change on a day-to-day basis, and Reinforcement to keep the change in place. † Organization need to know that employees will proceed through the phase or change at different rate of speed† (Garrison Wynn,  2005. There are also six personal or professional phases that many employees go through when change is brought about.Employees may not go through the phase change in order. The six phases are: â€Å"1. Anticipation. The waiting stage. They really don't know what to expect so they wait, anticipating what the future holds. 2. Confrontation. People begin to confront reality. Realizing that change is really going to happen or is happening. 3. Realization. Post change – Realizing that nothing is ever going to be as it once was. 4. Depression. Often a necessary step in the change process. This is the stage where a person mourns the past. 5. Acceptance of the change emotionally.Although they may still have reservations, they are not fighting the change at this stage. They may even see some of the benefits even if they are not completely convinced. 6. Enlightenment. In Phase 6, people completely accept the new change. In fact, many wonder how they ever managed the â€Å"old† way. Overall, they feel good about the change and accept it as the status quo from here forward. † (Garrison Wynn,  2005) With these different phases that is why it is hard to tell or determine how long changes will take to implement.If employees were not aware that any changes were required then reaction of employee may be, why change if change is not working or that the change was a waste of time. Mangers should be ready for the resistance to any change, prepare for it, and make special efforts to assess and deal with individual reactions to change. A manager or a person in leadership must develop a proper attitude toward the resistance of change that their employee may have. Looking at the thoughts that many may have and carefully listen to their concerns is something that managers must do to help with the resistance of the change.Engaging many with the change should be done after fully understanding the concerns of others. The best way to minimize resistance to change is to involve those who is responsible for the change and those who are affected by it. Consulting employees from the areas affected first hand and not leaving in the dark is another method of handling resistance. With involving those who are affected a test run of the new changes could help iron out the problem areas, get feedback on what is working well and find out how to improve the on the change to make it affective.In conclusion key to monitoring change effectively is to stay in touch with the people. Ask your employees questions and demonstrate concerns for their well being and committing to whatever is necessary to make the changes work. Most people feel comfortable with changes. The suppor t of the managers and allowing the people to adjust to the change is greatly needed; it is also another way to let the people know the concern you may have for their well being. Managers must keep in mind that support from one another and allowing enough time and flexibility for the changes to take place is good leadership.No change takes place over night but with the help of every one pulling together it could make the changes a positive and an effective situation. It is best for everybody to be on one page and support one another. Reference: Garrison Wynn. (2005). Change Management. Retrieved from http://managingchange. biz/manage_change_resistance. html   Terez, Tom. (1990). Industrial Management. Retrieved from http://www. thefreelibrary. com/A+manager's+guidelines+for+implementing+successful+operational†¦ -a08851664   (2008). The manager’s Role in Leading Change. Retrieved from http://www. healthscotland. com/uploads/documents/8308-LessonsInChangePart2. pdf

Leaders Are Born Or Made - 801 Words

The question of whether leaders are born or made, is one that has been asked just as much as which came first, the chicken or the egg. It is a question, which all of us ponder through our own journey in leadership. For most of us, becoming an effective leader is hard and daunting work. Some of us grow up wanting to be leaders, while others sort of just fall into leadership, without really realizing when or how they became leaders. For some, leadership begins at an early age, perhaps during childhood. Others begin their journey later on in life, as they enter the workforce and co-workers are naturally drawn to them, going to them for direction, advice or guidance. Whatever, the start of one’s leadership role, I believe we all show leadership at some times in our lives, some just are in those roles for most of their lives. Being an effective leader is about transforming ourselves, from what we are to what we want to be. As leaders we must be able to embark on a deep and personal journey of self-growth, in order to realize great results in ourselves and our organization. Before being able to call ourselves great leaders, we must be able to lead ourselves, to believe that we have the ability to impact others in a positive way and more importantly, we must believe that our actions have the power to motivate others and inspire them to do and accomplish great things. I think it is important to remember that how we exercise authority or leadership over others is anShow MoreRelatedAre Leaders Made or Are Leaders Born?772 Words   |  4 Pagesold question. Are leaders made or are they born? My belief on this – I believe that a leader is made, not born. Why do I say that? Before going further, lets be clear on one distinction – when we say a leader is made, it does not mean that someone can be taught to become a leader by attending leadership courses. While it helps, it is not enough. Warren Bennis (a leading leadership researcher) believe s that one cannot be taught to become a leader but one can learn to become a leader over the years throughRead MoreLeaders Are Made Not Born1700 Words   |  7 Pages Leaders are made not born. If a person has the desire and willpower it can become an effective leader. Good leaders develop through a never ending process of self-study, education, training and experience. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes such as beliefs, values, ethics, character, knowledgeRead MoreAre Leaders Born Or Made?1372 Words   |  6 Pagesrespondents to answer the question ‘are leaders born or made?’ The results showed that 52.4% believed leaders are made, 19.1% felt leaders are born and 28.5% thought it was equal. 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The ever-persistent question asked when someone starts talking about leadership. To this I say we were all born, correct? Leaders and the leadership role are not inherited traits passed down through the DNA genome pool of the extraordinary powerful leaders. No, they build upon their naturally skills and abilities, and observe behaviors of great leaders before them. Believing in themselves that their best is yet to come. So the answer is neither, great leaders adapt and learnRead MoreLeaders Are Born Or Made?1062 Words   |  5 PagesThis paper will argue whether leaders are born or made. This will be done by discussing some relevant theories of leaderships such as the trait, situational and behavioural theories. It will also discuss the differences between leadership and management. Furthermore, the Contingency theories which are related to sources of power will be address as well. New development of situational theories will also be reviewed and discuss base on their strengths and weaknesses. Also relevant literatures whichRead MoreLeaders Are Born Not Made2148 Words   |  9 PagesLEADERS ARE BORN NOT MADE There have been an age long debate, and humans since beginning of time, have tried to come up with an answer to this question – Are Leaders born or are they made?. This question has generated an age long debate, which in turn has resulted in various school of thoughts, some believe that leaders are born, while others think otherwise. My contribution to this lifelong debate will serve as a pointer to my position on this issue. I strongly believe that leaders are born andRead MoreLeaders A re Born Not Made1283 Words   |  6 PagesLEADERS ARE BORN NOT MADE To begin this essay I would prefer to give a little scenario by asking ourselves, can all managers go on to be a leader? For several years, the concern whether leaders are born or made is an issue of great controversy. From different opinions however, it could be a little bit of both hence proving that any manager can go on to be a great leader as well. Among other definitions, Maxwell (1993, p.11) has defined leadership as an ability to influence others. He also definedRead MoreLeaders , Are They Born or Made?3310 Words   |  14 Pagesdepends ultimately on the qualities of its leaders. But are leaders born successful or can they be trained? Use theories and evidences to support your discussion. 1.0 INTRODUCTION Leadership is the competency and capability to influence and motivate people towards the fulfilment of goals .Thereby, leadership within any organization, is most definitely a critical factor of organizational efficacy. Leaders also embody a vision for future, and a good leader possesses the quality to cope and evolveRead MoreLeaders Are Born Or Made?1036 Words   |  5 PagesThere is a well-known and often asked question on whether leaders are born or made. While the origin of the question is unknown, the answer in response to the question are numerous. The terms leadership and management have become increasingly prevalent in today’s workplace. They are often used in place of each other and in some cases the terms leadership and management are used identically to each other. This has not always been the case. Leadership has a long history that dates as far back